Executive experience
VP/SVP Engineering · Head of Engineering · Engineering-centered CTO
A career spent scaling global SaaS engineering organizations: growth from startup to enterprise, platform modernization, operating-model transformation, M&A diligence and integration, and responsible AI adoption. From early-stage builds through PE-backed growth and post-acquisition leadership, across startups, growth-stage SaaS, and global enterprises.
Who I am as an executive
I scale global SaaS engineering organizations, modernize complex platforms, and connect engineering execution to customer and business outcomes. My best work is at inflection points, when an engineering organization, platform, or operating model must evolve to support what comes next.
At Parchment, later acquired by Instructure, I progressed through four engineering leadership roles and helped scale Engineering and Technology from roughly 20 to 100+ people across 10+ countries. I led the organizational and delivery transformation that accompanied that growth, through nine acquisitions, three funding rounds, a recapitalization, and the acquisition and integration into Instructure.
More recently I introduced and led responsible AI adoption across Engineering and Product. The operating lessons behind the work became Profitable Engineering, a leadership book on making delivery visible and connecting technology investment to business outcomes.
What the work produced
Career chronology
Four progressive engineering leadership roles, Director through Vice President
Led and scaled the engineering organization over 12 years as Parchment grew from early product-market fit into a $100M+ credentialing business. I helped design and lead the operating model, leadership development approach, and engineering culture; the organization grew from 20 to more than 100 engineers across 10+ countries and 5 continents, spanning software engineering, quality engineering, DevOps, and release management.
The Parchment transformation
Organization
Roughly 20 to 100+ people across 10+ countries. I built the hiring system, helped build and then lead and improve the career framework and assessment, developed the leadership bench, and moved the organization to durable cross-functional teams. Retention of high-performing talent stayed above 90% through growth and acquisition.
Delivery
I led the shift from batch releases to Agile, Lean, DevOps, and flow. Delivery evolved from two annual releases to 3,000+ production changes a year, lead time fell 80%, and uptime held at 99.98%. Quality held as speed increased: production quality stayed around 96% and the defect backlog stayed at or near zero.
Platform
Partnered with architecture and engineering leadership on the monolith-to-microservices transition, cloud and managed infrastructure, and platform engineering, reducing batch risk while the business kept shipping its roadmap.
Business
Leadership through 9 acquisitions, 3 funding rounds, a $200M recapitalization, and the $835M acquisition by Instructure. Technical diligence, Product and Engineering alignment, and compliance partnership across SOC 1/2, ISO 27001, PCI, and FERPA.
Vice President Engineering, Parchment Platform
After the acquisition I led the Parchment engineering division inside Instructure and executed a one-year integration plan: engineering practices, team structures, governance, and knowledge transfer across the combined organization, partnering closely with production engineering as infrastructure platforms were integrated. Delivery velocity held and more than 90% of high-performing talent stayed through the transition. I departed after the primary integration work was completed.
Earlier career
Evergreen came first: building online catalog and ecommerce solutions before the major platforms existed, learning to ship software in a market still being invented. Then nearly a decade at DHL in architecture and engineering leadership across global logistics, where I learned process, governance, and what it takes to operate distributed systems and distributed teams at true scale.
That arc matters. I’ve built inside startups, early-stage software companies ahead of the market, PE-backed growth environments, and global enterprises. Each one taught me something different about what “good” looks like and why copying someone else’s operating model rarely works.
What the people around me say
In 2024, 33 colleagues participated in a Zenger Folkman Extraordinary Leader 360° assessment: peers, direct reports, cross-functional partners, and the CEO. 100% responded. The result placed me in the top 10% of global leaders across all industries and leadership levels. Top 10%
Across all 19 leadership competencies
strength
strength
average
Zenger Folkman Extraordinary Leader · 360° assessment, November 2024 · Normed against thousands of global leaders across all industries and leadership levels
Shaping the conversation
Publishing and speaking
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Profitable Engineering
Published June 2026 -
Speaker
Flowtopia, Planview Accelerate, Project to Product Executive Summit -
Contributor
IT Revolution and Planview publications -
Performance Coach
flowtopia.io
Boards and advisory
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Board Member
Value Stream Management Consortium, 2024–2025 -
Advisory Board Member
Customer Experience Program, UC Irvine Paul Merage School of Business, 2021–2023 -
Advisor
GenAI copilot strategy for value stream management platforms
Mentorship and sponsorship
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Instructure Women’s Leadership Program
Mentor and sponsor -
ASU Engineering Capstone Projects
Industry mentor -
New engineering managers
First-time manager communities and ongoing one-on-one mentoring of new line-level managers
What colleagues and leaders say →
Building or transforming a technology organization?
I’m looking to join a team as a VP/SVP of Engineering, Head of Engineering, or engineering-centered CTO. If you’re leading a search at that level, I’d welcome the conversation.
Start a conversationLinkedIn · Phoenix metro · Remote-first (US) or hybrid